1. Intro to Strategy

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Introduction to Strategy

Sheikh Morshed JahanAssociate Professor

IBA, Univ. Dhaka1Sheikh Morshed Jahan, IBA, Univ. Dhaka

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1. Understanding Strategy & Strategic Management

2. Planning Strategy

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Strategy is the general directionset for thecompany and its various components to

achieve a desired state in the future.

Strategyis a well definedroadmap of anorganization. It defines the vision, mission and

directionof an organization.

Strategy, in short, bridges the gapbetweenwhere we are and where we want to be.

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A strategyis all about integrating andharmonizingorganizational activities with

long term perspective to better utilizeorganizational competenciesand scarceresourcesso as to meet stakeholdersexpectations.

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Strategy is the directionand scopeof an

organization over the long term[formulated to] achieve [competitive]advantagein a changing environmentthrough configuration of [organizations]resources andcompetenceswith the aim offulfilling stakeholderexpectations.

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Good strategy is in the overlap

Often, the environment E moves

and the organisation does not move- this can be fatal (strategic drift)

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Johnson, Scholes & Whittington (2005)ExploringCorporate Strategy, 7th Edition, Pearson Education

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Strategic Management is a wayin which strategistssetthe long-term business objectivesand proceedabout attainingthem.

It deals with making and implementing decisionsabout future direction of an organization.

It is applicable to both small and largeorganizationsas even the smallest organization face competitionand, by formulating and implementing appropriatestrategies, they can attain competitive advantage.

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Strategic Managementis a processofcraftingways and means, supported by

companys competencesand scarceresources, to best attainandsustainunique,value-richcompetitive advantages for thecompany so that stakeholders expectationsare met (or exceeded) in the long run.

Sheikh Morshed Jahan

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Owners

Employees

Customers

VC Members

Society

ValueCreation&S

haring

amo

ngmajorStakeholders

Time/MaturitySource: Sheikh MorshedJahan

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Part 2

Planning Strategy

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decisions not to be taken in vacuum

Adapted by Jahan, S.M. from Johnson, Scholes & Whittington (2005)ExploringCorporate Strategy, 7th Edition, Pearson Education

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Owners

Philosophy,Expectations

& Values

Other

StakeholdersExpectations

Resources &Competences

Immediate &Distant

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Johnson, Scholes & Whittington (2005)ExploringCorporate Strategy, 7th Edition, Pearson Education

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How may we relate these concepts and

frameworks to the organizations that wehave studied so far?

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